Head of Assurance at Standard Chartered Bank Nigeria

Standard Chartered Bank Nigeria – We attract talented individuals. Not only can they give you the benefit of their experience, they also reveal a closer, more personal look at the wide range of global opportunities we offer. At the core of the Group’s people strategy is our focus on employee engagement. Engagement is a key driver of productivity and performance, which creates the foundation of our performance culture.

We encourage and focus on the behaviours that bring out the very best from every employee, assessing their performance not just on results but on how those results were achieved. To further embed these behaviours we have a remuneration programme in place, carefully designed to incentivise our employees to live our values every day.

Understanding business risk/return, and developing an appropriate set of checks and control during business life cycles, ensuring they are made transparently and based on assessment in accordance with Group standards and Board’s Risk Appetite

Business understands the risk appetite through use of the Operational Risk Assessment Matrix, Authorities For Operational Risk Assessment & Acceptance Policy and the Risk Register

The new PPG / updated Country Addenda has incorporated all significant gross operational risks which are identified, assessed and monitored through the use of the Risk Registers and relevant documentation of end-to-end process

Regularly assess existing business key controls against the risk register to ensure the level of controls remains cost effective, efficient and relevant

Key Responsibilities

Ensuring business risk/return and control cost/benefit decisions prior to product launch and during business life cycles are made transparently and based on assessment in accordance with Group standards and Board’s Risk Appetite

Business understands the risk appetite through use of the Operational Risk Assessment Matrix, Delegated Authorities Matrix and the Risk Register

The new PPG / updated Country Addenda has incorporated all significant gross operational risks which are identified, assessed and monitored through the use of the Risk Registers and relevant documentation of end-to-end process

Regularly assess existing business key controls against the risk register to ensure the level of controls remains cost effective, efficient and relevant

Risk Identification – The risk identification, measurement and management process should be operating as part of BAU with regular update of Risk Profiles and reporting of exposures for acceptance at the appropriate governance level. Gross Operational risk exposures are identified and assessed by the PGCs and documented in the Risk Profiles. At the country level, UORM works with first line units to perform risk identification which must be end-to-end, comprehensive and utilizing reactive and proactive source of information. Risk identification must be performed in country addenda, significant projects, mergers and acquisition, internal and external incidents, and regulatory changes.

Risk Assessment and Measurement – Risk assessment must be performed on a consistent basis, reflecting the scope and complexity of the operation. At the country level, UORM works with first line business / function to assess Gross risk exposures in accordance with the Operational risk assessment process. Gross risk exposures are assessed and mitigated to acceptable levels via design and implementation of effective process controls end-to-end.

Risk Acceptance – Risk must be accepted at the appropriate level depending on the source of identification and residual risk and as per the delegated authority matrix. At the country level, UORM will follow through the acceptance process to ensure risk acceptance at business unit level is complied with Group’s Delegated Authority Matrix

Risk Monitoring – Operational risk assessments and acceptance must be reviewed periodically to appropriately reflect changes in environment and the progress of the mitigation plans. At the country level, UORM must establish operational risk management reporting and intelligence information for ensuring that adequate and credible information is provided to appropriate levels of management, so that there is timely oversight, understanding and acceptance of risk exposures at the right organization level, for risk management purposes.

This helps ensure that senior management at a country level have a good, accurate and informed understanding of the business unit’s operational risk profile at the key operating levels. The systematic monitoring of process control effectiveness is achieved through the implementation and monitoring of key control indicators (e.g. KRI, KCI) and independent sample testing of controls (e.g. KCSA).

Risk & Loss Reporting – There is regular reporting on significant OR exposures, issues and results of independent reviews on the effectiveness of and compliance with established OR framework to the OR governance committees, including the Board, or its delegate. Significant OR exposures and loss experience, together with proposed action plans are regularly reported to senior management and OR governance committees. At the country level, UORM must capture gross and residual risk exposures identified and OR loss promptly and accurately in Phoenix in accordance with Group’s Operational Risk Policies and Procedures.

Audit – Contributing towards achieving no fail results on all audits and reviews undertaken by Group Internal Audit, Country Audit, regulators and external auditors.

Influencing the development of an operational risk culture which is forward looking, risk based and customer focus